Leaders from GE Aviation, Caterpillar, TI Automotive, Kohl's, Wyndham Group and Ford discuss the biggest challenges of digital transformation.
Director, Data Strategy & Finance, Wyndham Hotel Group
Carmen Malangone served as a transformational business leader in Information Technology at Coty, the world’s largest fragrance company. During his 17 year tenure, Carmen implemented the core PLM platforms responsible for harmonizing a global R&D division, managed the global Finance portfolio, and drove key initiatives that grew the company from $250MM to the $5BN beauty powerhouse that exists today. Fast Forward to 2015 and Carmen was asked to lead Wyndham Hotel Group through a business transformation that would target massive growth at a rapid pace. A new digital roadmap and central systems innovation are just some of the reasons why Wyndham is undergoing the biggest transformation in their history. From developing an enterprise data strategy to building out a Business Insights and Analytics team, change is happening fast in the hospitality industry.
Global Director - PLM, TI Automotive
Mark Halbish is the Global PLM Director for TI Automotive. In this position, he is responsible for all aspects of PLM for TI Automotive’s global operations including business analysis, business process development, continuous improvement, solution architecture, infrastructure, configuration, system administration, training and support helpdesk. Reporting to the Global IT Director, Mark is also a member of the Global IT Leadership team responsible for development of IT strategy, alignment to business strategy and major initiatives, and prioritization of key IT projects.
Head of Data and Governance, Ford Motor Company
Dr. Gahl Berkooz is Ford’s Global Head of Data and Governance. Prior, he established the Information Management and Analytics function at Ford IT. He built the function to over 100 professionals, and $10 Million in revenue by developing and deploying a portfolio of Information Management and Analytics services and a technology architecture. Dr. Berkooz delivered close to $2 Billion of savings and cost avoidance in business operations through analytics and improved data. In 2015 he was recruited to be on the founding team of Ford’s newly established Global Data Insight and Analytics Business Unit in the role of Head of Data and Governance where his responsibilities include Data Standards, Data Quality, Data Governance, and Ford’s Data Supply Chain.
VP, Product Development Analytics & Operations, Kohl's
Charlie Holmes is VP, Product Development Analytics & Operations at Kohl's Department Stores, a position he has held since 2009. In this role Charlie is tasked with driving revenue growth, delivering business efficiency improvement and fostering strategic decision making. Before then, Charlie was with Macy's and Macy Department Stores for 15 years where he held numerous positions including Divisional Merchandise Manager and VP/Divisional Director, Planning - Men's & Young Men's.
Vice President, Caterpillar
Gregory S. Folley is vice president of Caterpillar Inc. with responsibility for the Sustainable, Work Tools and Industry Solutions Division, created in 2015. Under his leadership, the division brings together Remanufacturing, Work Tools, OEM Solutions and Defense & Federal Products in order to drive results and increase partnership with our dealers. Earlier this year, Folley was named Caterpillar’s chief analytics and innovation officer, and he worked to better capitalize on the growing importance and excitement of data analytics and drive innovation to support customers. Later that year, the Caterpillar Board of Directors named him as the vice president of his current division.
Engineering CIO, GE Aviation
As the CIO, Craig is responsible for the entire PLM strategy for Aviation, and the CAx strategy for Aviation, Power & Water, and Transportation. Craig's early career included time in the Gas Turbine industry with GE where he developed deep domain expertise in the CAD/CAM field, while his Design Engineering experience was focused around High Pressure Turbine hardware. As an engineering manager he contributed to the culture change of the model based enterprise and drove to eliminate traditional paper drawings.